Course Syllabus

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O'Neill School of Public and Environmental Affairs 

V477 - STRATEGIC HUMAN RESOURCE MANAGEMENT

SYLLABUS

TERM: Fall 2026                   SECTION: 6140            ROOM: O’Neill SPEA (PV) 278

Class Time: Tuesday/Thursday         2:20 PM to 3:35 PM

Instructor: Daniel Grundmann; Senior Lecturer, SPHR, SHRM-SCP   

From the Bulletin

This class covers the fundamental elements of Strategic Human Resource Management. The course builds on students' foundations of knowledge of HR methods and practices from the perspective of managers and practitioners working in the public and non-profit sectors.

Course Goal

Upon completion of this course, students will be able to formulate HR strategies that align with organizational strategies and understand processes associated with implementing HR strategy.

Student Learning Outcomes (SLOs)

Driving Organizational Strategies through Strategic HRM

Articulate what is meant by the term Strategic Human Resource Management, key elements thereof, and the meaning behind value-added HRM. Understand fundamental approaches to organizational strategy and the importance of driving that strategy through Strategic HRM.

HRM Strategy Applied

Differentiate among HR strategies; analyze effect; apply functional approaches to achieve outcomes consistent with overall organizational strategy; and. Understand basic variations in application strategy in a Global HRM environment.

Measurement and Metrics

Describe the role of HR metrics and audits, including financial analysis, to evaluate and justify strategic application of HRM practices. Evaluate and apply appropriate and inappropriate use of metrics. Understand the role of HR information systems in Strategic HRM, and evaluate problems associated with HRIS tools and implementation.

Ethics, Corporate Social Responsibility, and Strategic Decision Making

Analyze complex problems organizations face from employment laws, along with social and ethical concerns. Evaluate and critique varying approaches to the application of those issues within an organization and what it indicates about an organization’s approach to strategic HRM, ethics, and corporate social responsibility.

Managing Change, Culture, and HRM Moving Forward

Apply the fundamental concepts behind driving culture in an organization and successful change management. Identify and articulate practices that cause failure in organizations. Articulate the competencies necessary to become a successful practitioner of strategic HRM.

Broader Course Description

The transition from the Personnel Departments of yesteryear to the Human Resource Departments of today and tomorrow results from the fundamental understanding that effective Strategic Human Resource Management (HRM) is an integral part of an organization's success. Strategic HRM recognizes HR as a driver of organizational culture and the key to successfully maintaining a productive work environment and maximizing an organization's greatest asset and input cost – its people.

This course teaches fundamental elements of Strategic HRM and builds on students’ foundation of knowledge of Human Resources methods and practices from the perspective of managers and HR practitioners. In addition to discipline-wide content relevant to all HRM practice, students will gain unique insight that is public sector specific through real-life examples from a former HR practitioner. The content is wholly relevant to private and not-for-profit sectors as well. Additionally, this class will help students develop critical analysis skills by examining policies and positions, the interrelationship of employment laws and policies, opposing HR viewpoints, and communicating positions and application of principles through critical thinking assessments.

This course provides students who are familiar with basic Human Resource Management from V373 with a deeper understanding of critical issues and concepts associated with Strategic Human Resource Management (HRM). The focus of this course relates broadly to all things in Strategic HRM and is detailed below, and further in course Canvas modules. Within that framework, I have selected class materials that present a variety of topics and perspectives. In many cases connections between our course and current and historical events outside the classroom will come up in lectures, class discussions, and on assignments. Those connections typically will be obvious but may, in some instances, require careful thought to understand the links and the value thereof. The ability to understand and analyze the connections among ideas and events is a core skill in a professional career and will stand you in good stead in your life beyond IU.

The successful student will take from this course key concepts around:

  • The meaning of Strategic HRM, strategy formulation, application of HRM’s functional areas, and implementation
  • Linking Strategic HRM with broader business and organizational strategy, competitive advantage, mission, and vision
  • Porter's Five Competitive Strategies, the Balanced Scorecard, and the Competing Values Framework
  • Key issues involved in Global HRM
  • Respect, perspective, and employment
  • Trends and forecasting in HR planning
  • HR metrics
  • The function and value of HR information systems (HRIS)
  • HR ethics and corporate social responsibility
  • Change management strategies
  • Conflict and controversy in approaches to HR problems and solutions
  • Roles and competencies of strategic HRM practitioners
  • AI and the Future of HRM

Class Mode, Participation, and Attendance

Class meets in person two times per week. Students are expected to attend class and participate. Attendance and participation are tracked and influence grades directly and indirectly. Students who do not attend rarely do well.

Course Reading 

This course assumes that students regularly complete reading assignments. In-class content is driven by student involvement and REQUIRES preparation. As the field of Human Resources is dynamic, additional articles and cases may be assigned to provide insight into recent developments in HR. You will be responsible for the content of all assigned readings, any materials distributed in class or on Canvas, and all information discussed in class.

Students are required to purchase these TWO books:

 Required reading includes these two books:

    • Pfeffer, Jeffrey. Dying for a Paycheck. New York. Harper Collins. 2018.
      • ISBN: 9780062800930
    • Mellow, Jeffrey. Strategic Human Resource Management (6th Edition). Cengage Publications. 2025.
      • ISBN: 9780357986417  (included in Canvas as e-text)
    • Many additional reading, listening, and viewing assignments are required and available on Canvas.

Course Readings, due dates, and assignment schedules are listed and linked, by weekly topic, in Canvas modules. The content and schedule are subject to change in the event of extenuating circumstances or in response to topical developments.

Guest Speakers

Public and private sector officials and executives may be invited to speak to the class. The dates and subjects will be announced according to their availability, and the schedule and syllabus will be revised accordingly. 

Assessments and Grading

Assessments will cover material presented in class and through the reading assignments. Specific material included for each assessment is noted on Canvas. Generally, assessments cannot be made up. Under exceptional circumstances, opportunities for rescheduling are considered. Depending upon circumstances, a more rigorous grading standard may be applied (e.g., a one-grade penalty may be assigned). THE FINAL ASSESSMENT IS ADMINISTERED ACCORDING TO UNIVERSITY SCHEDULING.

Graded items are valued as follows. The assessment scheme below is subject to change, with ample notice to students, at the instructor’s discretion as alterations are occasionally warranted due to unusual or unanticipated circumstances.

  • Four Minor Assessments (40 points total)
  • Four Major Assessments (300 points total)
  • Fifteen Module Materials Synthesis Assignments (45 points total)
  • Attendance and Participation (15 points)

  The final course grade is as follows. Thresholds are set and exceptions will not be considered.

                             GRADE                 Percentage      

                                    A+                   98 - 100

                                    A                     93 - 97

                                    A-                    90 - 92

                                   B+                    87 - 89

                                    B                     83 - 86                        

                                    B-                    80 - 82

                                    C+                   77 - 79

                                    C                     73 -76

                                    C-                    70 - 72

                                    D+                   67 - 69

                                    D                     63 - 66

                                    D-                    60 - 62

                                    F                      59 and below

 Note: These thresholds are firm. Exceptions will not be considered.

Course Schedule

The full course schedule, including specific reading, viewing, listening, and written assignments, is presented in the Modules tab of Canvas. 

Weekly Modules

Week 1: Building the Foundation of Strategic HRM

 Week 2: Aligning Strategic HRM with Organizational Strategy (Part 1)

 Week 3: Aligning Strategic HRM with Organizational Strategy (Part 2)

 Week 4: Strategic HRM, Added Value, Work Systems, and Technology 

 Week 5: HR Information Systems, Managing Change, and the Link to Metrics

 Week 6: Measurement, Applied Metrics, and HR Audits

 Week 7: Workplace Culture, Flexibility, & Employee Wellbeing 

 Week 8: Strategic Staffing and the Gig Economy

Week 9: Workplace Culture, Employee Development, and Productivity

 Week 10: Total Rewards and Strategic Compensation

 Week 11: Ethics, CSR Strategy, and Organized Labor

 Week 12: Respect, Equity, and Employment

 Week 13: Globalization and HR Strategy

 Week 14: Avoiding Toxic Workplaces and Related Issues Concerning Performance Management

 Week 15: Bringing Strategic HRM Home: AI and the Future of HRM, and Strategic HRM Competencies